Objective: The purpose of this study is to present the alliance marketing model in automotive industry holdings.Research Method: This research was designed and implemented using a mixed method and in two qualitative and quantitative parts. In the qualitative part, the statistical population included 16 university professors, managers, and experts in the field of marketing who were selected using the purposive sampling method. In the quantitative part, the statistical population was senior and middle managers, marketing managers, and experts in Iran Khodro Company holdings in Tehran. The sample size in this part was determined as 265 people using the Cochran formula. Semi-structured interviews were used to collect data in the qualitative part, and the data were analyzed with MAXQDA software. The validity of the extracted codes in this part was reviewed and confirmed by two independent researchers, and its reliability was also evaluated using the Cohen's kappa index. In the quantitative part, data were collected using a questionnaire and simple random method. Cronbach's alpha was used to examine the reliability of the questionnaire. The qualitative part data were analyzed using thematic analysis. In the quantitative part, confirmatory factor analysis was used using LISREL software. Findings: The result of the thematic analysis was the extraction of 342 initial codes in the form of 20 basic themes and 6 organizing themes. The results showed that the "development of shared resources" dimension included the subscales of optimizing operational resources; sharing decision-making resources; agility of marketing resources and synergy of marketing resources. The "partner capability" dimension included the scales of local market knowledge, development of soft skills, and development of customer relationships. The "managing tension with partners" dimension included the subscales of coordinating management, managing legal complexities, and resolving disputes with partners. The "joint learning" dimension included the subscales of technological learning, multiple skill development, and negotiation with the help of partners. The dimension of “strategic fit of partners” included obtaining innovative marketing ideas, intelligent penetration according to the capacity of companies, and entering the market according to the ability of partners. The dimension of “communication network development” included recognizing the capabilities of partners, expanding internal relationships with partners, developing partner networks, and managing relationships with partners. The results of the confirmatory factor analysis test confirmed the identified dimensions.
Conclusion: In general, this model can be used as a strategic tool in the hands of managers and decision-makers to design and implement their alliance marketing plans more purposefully and effectively, relying on scientific and empirical evidence.